Synopsis of Planned Communication Items Affected by USAID MarkingBranding Regulations ADS 320AAPD 05-11
Item Type of USAID
marking Marking
Code Locations affected
Explanation for any ‘U’ Press materials and
USAID logo co- M Primarily
a Ghanaian
success stories branded as appropriate
audience Project brief fact sheet
USAID logo co- M Primarily
a Ghanaian
branded as appropriate audience
PowerPoint presentations USAID logo co-
M Primarily a
Ghanaian at meetings, workshops
branded as appropriate audience
and trainings Billboards and
USAID logo co- M Primarily
a Ghanaian
informational signs branded as appropriate
audience Initiative Technical
USAID logo co- M
Both Ghanaian and Publications
branded as appropriate International Audience
Radio productions Mention of USAID
Stated Primarily a
Ghanaian funding
audience BrochurespostersT-
USAID logo cobranded M Primarily a
Ghanaian shirts on environ. issues
whereas appropriate audience
Landing or marketing site USAID logo stickers M Primarily
a Ghanaian
facility improvements cobranded whereas
audience appropriate
Project Offices in Project sign in English
M Primarily a
Ghanaian Sekondi and Accra
but no USAID identity audience
Project vehicles, office No USAID identity used U
Standard exclusions under furnishings, computer
USAID marking equipment. purchased for
guidelinespolicies project administration
Marking Codes: M = Marked, U=Unmarked, PE = Presumptive Exception, W=Waiver
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3.8 Budget
The following tables show the summary Year 3 budget by main program elements and by accounting object class categories. Cost share from URI and implementing partners is also
shown. The Year 3 budget assumes additional obligations from USAIDGhana in FY 12 of 2,500,000 in addition to carry over funds from the previous year.
Program Element USAID
Cost Share Total
1. Options for a Nested Governance System 1,087,152
109,853 1,197,005
2. Improved Governance at the District Scale 1,293,125
261,212 1,554,338
3. Program Management 781,559
354,962 1,136,521
Total 3,161,836 726,028
3,887,864
Object Class Category USAID
Cost Share Total
Personnel 168,930
167,278 336,208
Fringe 77,047
41,201 118,249
In Country Staff and Consultants 838,400
838,400 Graduate Student Stipends
34,210 34,210
Subcontracts 927,541
283,750 1,211,291
Other Direct Costs including small grants 343,241
199,281 542,522
Travel 253,189
253,189 Tuition
58,232 58,232
Total direct 2,700,791
691,510 3,392,301
Indirect 461,045
34,518 495,563
Total 3,161,836 726,028
3,887,864
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Appendix A. Summary of the Performance Management Plan
The goal of performance management and evaluation is to encourage adaptive management and learning within the Initiative and to report results to USAIDGhana. This requires collecting
timely information using indicators selected to provide meaningful information on progress towards stated objectives. The Initiative’s Performance Management Plan PMP was drafted as
part of Year 1 work planning activities. However, given the evolving nature of the objectives and activities in Phase 2, based largely on the outcomes of Phase 1, projecting the best indicators
for use over life-of-project and respective targets was not fully possible. As the Phase 2 design was developed as part of the Year2 work planning process, the PMP was revised to fit with a
process for undertaking periodic monitoring and evaluation, learning and adaptive management of the initiative.
A summary of key indicators is provided below. Time-bound targets per indicator, where appropriate are being refined after a detailed planning process made in close consultation with
local partners and beneficiaries. The targets will be reviewed annually and adjusted as necessary based on Initiative progress, experience and lessons learned. The PMP will include the
Initiative’s own monitoring and evaluation activities and indicators in addition to the USAID oriented Indicators and targets.
Semi-annual performance monitoring reports PMRs are submitted to the USAID AOTR Agreement Officer Technical Representative which document progress on achieving results.
These reports include: 1 a comparison of actual accomplishments against the targets established for the period; 2 explanation of quantifiable outputs generated by Project activities; 3 reasons
why goals were or were not met. The data reported is supported by evidence collected and filed in the Main project office. A PMR coordinator has been appointed that is responsible for the
collection of performance management information on each indicator and who maintains a file of the evidence supporting the results reported, and maintain quality control assurances on data and
information collected. The CRC home office provides further quality control measures to ensure the PMP system is properly implemented through periodic internal auditing of PMR systems.
The ICFG Initiative invests resources in monitoring to foster learning and adaptive management also see Component 5. Learning and sharing occurs across implementation sites and with other
projects and programs. An internal self- assessment is conducted annually in conjunction with the work-planning events where performance results and targets are reviewed, and then work
activities or targets modified if needed.
Regular Project management and annual reporting activities are carried out by the Initiative’s senior management team. Main tasks and reporting requirements include:
ｸ Preparation and submission of semi-annual progress reports to USAIDGhana AOTR Agreement Officer Technical Representative
ｸ Timely and regular input of data into the USAID TraiNet system for training activities ｸ Annual self-assessment of progress and annual workplan preparation and submission by
CRC for approval by USAID 67
